Trust me, I'm manager and coach: Encouraging employees to consider and discover

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Many managers who feel comfortable with a traditional command and control way of working will be reluctant to do anything which they fear might lessen their power or ability to control employees. They will cling to the view that their authority is best directed at telling the staff what to do rather than working with them in a more supportive way. Even those who concede there may be a benefit in changing to a more open, trusting, developmental way of working may feel they don't have the time to do anything other than lead by command and control for fear of endangering the bottom line. They will tell you their job is to “manage” rather than coach.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

Provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2010), "Trust me, I'm manager and coach: Encouraging employees to consider and discover", Development and Learning in Organizations, Vol. 24 No. 6, pp. 26-28. https://doi.org/10.1108/14777281011084748